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MindMap Gallery Chapter 10 Project Progress Management
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Chapter 10 Project Progress Management
This is a mind map about Chapter 10 Project Progress Management. The main contents include: controlling progress, developing a progress plan, estimating activity duration, arranging activity sequence, defining activities, planning progress management, and overview of progress management.
Edited at 2024-04-07 14:08:53
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Chapter 10 Project Progress Management
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
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- Outline
Chapter 10 Project Progress Management
1. Progress Management Overview
1. Project progress management
In order to ensure that the project is completed on time, manage the various processes required for the project
2. Project schedule
Describes how and when the project will deliver the products, services, and results defined in the project scope. It is a tool for communicating and managing stakeholder expectations and provides the basis for performance reporting.
3. Distinguish between schedule management plan and project schedule plan
2. Planning progress management
concept
The process of developing policies, procedures and documents for planning, preparing, managing, executing and controlling project progress. Its main function is to provide guidance on how to manage, execute and control project progress throughout the project process.
Data flow diagram
input (based on)
1. Project Charter
Overall milestone schedule
2. development method
Tools & Techniques
1. expert judgment
2. Meeting
Output (results)
progress management plan
The component of the project management plan that establishes criteria and clear activity requirements for the preparation, supervision and control of project progress. It can be formal or informal, very detailed or highly summarized, including control critical values [allowing certain deviations]
3. Define activities
concept
1. The lowest deliverable in WBS is the work package (understand the 8-80 hour principle)
2. Definition: The process of identifying and recording the specific actions that must be taken to complete the project deliverables. Its main function is to decompose the work package into activities as the basis for progress estimation, planning, execution, supervision and control of the project work.
For example, the learning activities undertaken in each class can be broken down into listening, writing, memorizing, etc.
3. [Note] There is a phenomenon of mixed use of work, tasks and activities in exam questions
Data flow diagram
input (based on)
1. progress management plan
2. Scope Baseline
(Including) decomposition object WBS, WBS dictionary
Tools & Techniques
1. break down
2. rolling planning
A progressive and detailed planning method, that is, detailed planning for the work to be completed in the near future. For long-term work, if the information is not clear enough, [rough planning] will only be carried out at a higher level of the WBS for the time being. As more information is learned, information, and then break it down into specific activities
Output (results)
1. Activity list (property)
List of all activities (activity description, logical relationship before and after, mandatory date constraints, etc.)
2. Milestone List
Milestones are activities that need to be completed at important time points [the handwriting task of 10 sample essays needs to be completed in the 6th week]
4. Sequence activities
concept
Identify and document relationships between project activities, whose primary role is to define the logical sequence of work to achieve maximum efficiency given all project constraints
Data flow diagram
input (based on)
1. Activity list (property)
List of all activities (logical relationships, constraints, etc.)
2. Milestone List
Tools & Techniques
1. Determine and integrate dependencies
1. mandatory dependencies
Register first, take the exam later
2. selective dependency
Should you listen to the lecture first and then read the book, or read the book first and then listen to the lecture?
3. external dependencies
Ready to take a class, but the class has not been published
4. internal dependencies
I am ready to listen to the lecture, but I feel sleepy or tired. I need to take a rest.
2. Preamble diagram (PDM), also known as single-code network diagram
1. Instructions
Boxes or rectangles (called nodes) represent activities, and the nodes are connected by arrows to show the logical relationships between the nodes.
2. Logic
1. FS
After the prelude activities are completed, the follow-up activities can begin [Graduating from primary school and entering middle school]
2. FF
After the prelude activity is over, the follow-up activity can end [the teacher is out of class, the students are out of class]
3. SS
After the prelude activity starts, the follow-up activities can start [teacher attends class, students attend class]
4. SF
The subsequent activities can only end after the prelude activity starts [the second security guard starts on duty, and the first security guard ends on duty]
3. Leading image [example]
If the number of activities at the beginning or end is two or more, a virtual start node or end node must be added at the beginning or end to represent the beginning or end of the network diagram.
4. Several times of nodes (activities)
Floating synonyms: elasticity
Total float of current activity (total time difference) =
1. latest start time of current activity - earliest start time of current activity
2. The latest completion time of the current activity - The earliest completion time of the current activity
Current active free float (free float) =
[All] The minimum value of the earliest start time of the immediately following activity - the earliest completion time of the current activity
3. Arrow Diagram Method (ADM), also known as Double Code Network Diagram
1. Instructions
A network diagram drawing method in which arrows represent activities and nodes represent events [there can only be one arrow between two nodes]
2. Drawing points
1. three basic principles
1. Each activity and event in the network diagram must have a unique code name, that is, there will not be the same code name in the network diagram [each student has a unique student ID]
2. At least one of the codes of the preceding event and the following event of any two activities is different, and the node codes become larger and larger along the direction of the arrow.
3. Activities that flow into (or flow out of) the same node have a common successor activity (or predecessor activity)
2. Dummy activity (dummy work)
1. concept
1. An additional, special activity has been artificially introduced, represented by a dotted arrow.
2. Virtual activities do not consume time or resources
3. Just to make up for the shortcomings of arrow diagrams in expressing activity dependencies
2. 【example】
3. Arrow chart [example]
4. Several times of nodes (activities)
Refer to the single code network diagram
4. Advance and lag
1. lead time
Compared with the predecessor activity, the amount of time that the successor activity needs to advance [this course is not over yet, preview the next course in advance]
2. Hysteresis
The amount of time that the successor activity needs to be postponed compared to the predecessor activity [the last class has ended, and the next class will take a few days' rest]
3.
Output (results)
Project progress network diagram
5. Estimate activity duration
concept
Based on the results of resource estimation, the process of estimating the number of work periods required to complete a single activity. Its main function is to determine the amount of time required to complete each activity.
Data flow diagram
input (based on)
1. Scope Baseline
Include an estimate of the effort required to complete the activity
2. Resource Requirements (Calendar)
The amount of resources invested in the activity and available start and end times, etc.
3. risk register
Tools & Techniques
1. analogy estimation
It is suitable for evaluating some projects that are [similar] to historical projects in terms of application fields, environments, and complexity. The scale estimation is obtained by comparing new projects with historical projects. The accuracy of the estimation results depends on the completeness and accuracy of historical project data [ Example] (A activity duration = B activity duration)
2. parameter estimation
An estimation technique that uses a certain algorithm to calculate costs or duration based on historical data and project parameters. Parametric estimation uses statistical relationships between historical data and other variables to estimate activity parameters such as cost, budget, and duration. Its accuracy depends on the maturity of the parameter model and the reliability of the underlying data [Example] (A activity duration = LOC/programmer efficiency)
3. three point estimate
∂=(maximum value-minimum value)/6
PERT=(maximum value 4*most likely value minimum value)/6
The time required to complete a unit of work in an information system project is optimistically estimated to take 8 days, a pessimistic estimate to be 38 days, and the most likely estimate to be 20 days. Estimated according to the PERT method, the project duration should be (), The probability of completion after 26 days is roughly ()
Construction period PERT=(8 4*20 38)/6=21, standard deviation ∂=(38-8)/6=5
26=21 5, that is, the shadow area after PERT ∂=13.6% 2.1% 0.1%=15.8%
Valuation = (minimum value most likely value maximum value)/3
4. Reserve analysis
1. effect
Used to deal with uncertainty and risk
2. contingency reserve
1. Addressing identified risks that have been accepted, related to “known-unknown” risks
2. Contingency Reserve [Included in Baseline]
3. management reserve
1. Address work that is unforeseen within the project scope but is part of the overall project duration and is associated with “unknown-to-unknown” risks
2. Management reserves [not included in baseline]
Output (results)
1. Activity duration estimate
2. Estimate basis
The basis for estimation is used as the basis for other processes, and there may be risks
6. Develop a progress plan
Overview
1. Analyze activity sequence, duration, resource requirements and schedule constraints, and create a project schedule model to implement the project execution and monitoring process
2. key step
1. Define project milestones, identify and sequence activities, estimate duration, and determine activity start and completion dates
2. Review of assigned activities by project personnel assigned to each activity
3. Project staff confirms the validity of planned dates by confirming that start and finish dates do not conflict with resource calendars and other projects or tasks
4. Analyze the schedule to determine whether there are logical relationship conflicts and whether resource balancing is required before approving the schedule and using it as a baseline, and simultaneously revise and maintain the project schedule model to ensure that the schedule is always feasible throughout the project [repeated process 】
Data flow diagram
input (based on)
1. Project progress network diagram
The logical relationship between activities
2. duration estimate
3. Resource Requirements (Calendar)
Tools & Techniques
1. critical path method
【example】
Critical path, that is, the longest (sum of all activity durations) route from the start node to the end node
The total duration, which is the end date of the last activity on the critical path
Total floating time = latest completion time of this activity - earliest completion time of this activity
Free float time = [minimum value] of the earliest start time of all subsequent activities - the earliest completion time of this activity
Draw network diagram
[Forward] Mark the "Earliest Start Time|Duration|Earliest Finish Time" of each activity
Notice
1. The initial activity starts on day 0 and must not start on day 1
2. The earliest start time of the current activity = the maximum value of the earliest completion times of all predecessor activities
3. The earliest completion time of the current activity = the earliest start time of the current activity and the duration of the current activity
[Reverse] Find all predecessor activities (their earliest completion time = the earliest start time of the current activity)
1. From all preceding activities that satisfy the conditions, it can be seen that the critical path is ADCEIJ
2. From the end date of activity J, it can be seen that the total project duration is 21 days
[Reverse] Mark the "latest start time|total float time|latest completion time" of each activity
Notice
1. The latest completion time of the end activity = the earliest completion time of the end activity
2. The latest completion time of the current activity = the minimum value of the latest start time of all successor activities
3. The latest start time of the current activity = the latest completion time of the current activity - the duration of the current activity
Total float time of E: 0; free float time: 0;
G’s total float time: 1; free float time: 1;
Notice
There may be multiple critical paths, and the total time difference and free time difference of key activities are both 0.
2. Resource optimization technology
1. resource balancing
1. A technique that adjusts start and end dates based on resource constraints in order to strike a balance between resource demand and resource supply.
2. Resource leveling often results in critical path changes, often lengthening
3.
2. Resource smoothing
1. A technique that adjusts activities in the schedule model so that project resource requirements do not exceed predetermined resource limits.
2. Resource smoothing will not change the critical path, nor will the construction period be delayed.
3.
3. Progress compression
1. rush work
Compressing the activity duration on the critical path, such as approving overtime and increasing resources, may increase [cost] and risk
2. Quick follow up
Arranging activities that were originally performed in sequence to be carried out at least in parallel may lead to increased risk and rework
output(success)
1. progress baseline
2. Project schedule
1. Gantt Chart (Gantt Chart)
In a horizontal bar chart, activities are listed on the vertical axis, dates are arranged on the horizontal axis, and activity duration is represented by horizontal bars positioned with start and end dates. The horizontal bar chart is relatively easy to read and is often used to report situations to management.
2. milestone chart
Similar to a bar chart, but only plots planned start or completion dates for [Major] deliverables and [Critical] external interfaces
3. Time scale diagram (time scale network diagram)
1. Time scale plot drawing (method)
2. Example explanation
1. Critical Path
Starting from the end node, going against the direction of the arrow, there will be no wavy lines from beginning to end.
ADCEIJ
2. Total duration
The scale value corresponding to the last node
twenty one
3. Total float time (F)
Taking the current job as the starting node, find all the lines that reach the end node, then calculate the sum of the lengths of the wavy lines of each line, and take the minimum value of the sum of the wavy line lengths.
4. Free float time (G)
The minimum length of the squiggle between the current job and all subsequent jobs
5. answer questions
The total floating time of F=1; the total floating time of G=1;
The free floating time of F=0; the free floating time of G=1;
7. control progress
Overview
1. The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline. Its primary role is to maintain the maintenance of the schedule baseline throughout the project.
2. Methods to shorten activity duration
1. Rush work, invest more resources or increase working hours
Increasing resources may cause additional problems and reduce efficiency, and may also cause psychological problems among employees due to frequent overtime work.
2. Quick follow-up, parallel construction
Quality problems may occur, resulting in rework
3. Use highly qualified or more experienced personnel
4. Improve methods or techniques to increase production efficiency
5. Strengthen quality management to detect problems in time and reduce rework
6. Reduce activity scope or reduce activity requirements
Requires customer consent
Data flow diagram
Input basis
1. progress baseline
2. performance measurement benchmarks
3. job performance data
Activity progress (progress)
Tools & Techniques
1. Earned value analysis
2. Iterative burndown chart
3. Progress compression
Output (results)
1. job performance information
2. change request